Models of strategy implementation by : Rajeh Altharah
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Strategy implementation involves putting strategies into action through internal operations and functions. There are models of strategy implementation that involve several themes: activating strategies by preparing for managerial tasks like strategic plans and projects; managing change which deals with leading change initiatives and standard implementation; and achieving effectiveness which is the outcome of operational and functional implementation and evaluation and control feedback. The models are based on these three major themes of activating strategies, managing change, and achieving effectiveness to successfully implement strategies.
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The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
Strategy implementation
Strategy implementation refers to the activities within an organization to execute its strategic plan. This involves translating the chosen strategy into organizational actions to achieve strategic goals. Key aspects of strategy implementation include developing organizational structures, control systems, and culture aligned with the strategy. It also involves assigning tasks and roles to employees to maximize efficiency, quality, and customer satisfaction. Successful strategy implementation depends on factors like organizational structure, resource allocation, leadership styles, and procedures. It is important that implementation responsibilities are shifted to divisional and functional managers who were involved in the strategy formulation process.
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The document discusses strategic choice in building a multicultural organization. It defines strategic choice as the decision that determines a firm's future strategy and addresses which path it will take. A SWOT analysis is conducted to examine strengths, weaknesses, opportunities, and threats, and the best applicable strategy is selected to achieve organizational objectives. The process of strategic choice involves focusing on alternatives, analyzing them, evaluating strategies, and making a strategic choice. Gap analysis is used to narrow alternatives and selection factors like objective and subjective criteria are used to evaluate strategies.
Different levels of strategy
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Ge matrix
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
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Unit 4 Strategy Implementation
The document discusses various components of strategy implementation including organization structure, changing structures and processes, corporate culture, and strategy evaluation. It provides an overview of different organization structures that can be used for strategy implementation such as entrepreneurial, functional, divisional, SBU, matrix, network, cellular, and modular structures. It also discusses Mintzberg's 5Ps of strategy including plan, ploy, pattern, position, and perspective. The McKinsey 7S framework is introduced as a tool to analyze how well an organization is positioned to achieve its objectives.
Corporate restructuring
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
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Strategy implementation refers to the activities within an organization to execute its strategic plan. This involves translating the chosen strategy into organizational actions to achieve strategic goals. Key aspects of strategy implementation include developing organizational structures, control systems, and culture aligned with the strategy. It also involves assigning tasks and roles to employees to maximize efficiency, quality, and customer satisfaction. Successful strategy implementation depends on factors like organizational structure, resource allocation, leadership styles, and procedures. It is important that implementation responsibilities are shifted to divisional and functional managers who were involved in the strategy formulation process.
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Different levels of strategy
This document discusses the three levels of strategic management - corporate, business, and operational.
The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Ge matrix
The GE/McKinsey Matrix is a portfolio analysis tool used to classify business units within a large company based on two criteria: industry attractiveness and business unit strength. It evaluates each unit and places it in one of nine cells based on its criteria scores, recommending different strategies for units in each cell ranging from investing for growth to harvesting or divesting.
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The document discusses various components of strategy implementation including organization structure, changing structures and processes, corporate culture, and strategy evaluation. It provides an overview of different organization structures that can be used for strategy implementation such as entrepreneurial, functional, divisional, SBU, matrix, network, cellular, and modular structures. It also discusses Mintzberg's 5Ps of strategy including plan, ploy, pattern, position, and perspective. The McKinsey 7S framework is introduced as a tool to analyze how well an organization is positioned to achieve its objectives.
Corporate restructuring
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
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Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
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The document discusses corporate level strategy and how it differs from business level strategy. Corporate level strategy is related to decisions about the overall direction, growth, and resource allocation of a multi-business corporate. It deals with managing a portfolio of businesses and maximizing their contributions under a common vision, mission, and objectives. The four main types of corporate strategies discussed are expansion, stability, retrenchment, and combination strategies.
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Tools & techniques of strategic analysis
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The document discusses strategies for developing an effective organizational strategy. It provides guidance on developing a vision, mission, values, and goals to guide the organization. It also discusses the importance of establishing strategies to achieve the vision and notes strategies should capitalize on opportunities and minimize threats.
Strategy of Implementation
The document discusses strategies for implementing plans and monitoring their progress. It emphasizes that implementation turns strategies into actions to achieve objectives, and that a strategy without proper implementation is ineffective. Key aspects of effective implementation include having committed leadership, clear communication, sufficient resources, and accountability. The document also stresses the importance of monitoring and evaluation to track progress, identify challenges, and make adjustments to continually improve plans. Both monitoring and evaluation provide feedback but serve different purposes - monitoring provides real-time data while evaluation provides in-depth assessment.
Assassinos da estratégia
[1] Os principais "assassinos silenciosos" da implementação da estratégia identificados no estudo são: estilo de gestão autoritário, estratégia pouco clara, equipe de gestão sênior ineficaz, comunicação vertical fraca e falta de coordenação entre as áreas.
[2] O estudo analisou 12 perfis organizacionais em profundidade para identificar os obstáculos à implementação da estratégia em 4 empresas.
[3] Os autores propõem o método "Organizational Fitness Profiling" para diagnosticar as
6 strategy implementation
The document discusses various aspects of strategy implementation and organizational structure. It outlines steps to implement strategies such as establishing objectives, allocating resources, and revising incentive plans. It also discusses signs that an organizational structure may need altering, such as having too many management levels or unachieved objectives. The document provides criteria for evaluating strategies and difficulties in doing so. It further discusses quantitative evaluation criteria, corrective actions, processes, and balanced scorecards.
Strategy Implementation Process Sotiria Iman Kouvalis
This document provides an overview of an MBA presentation on strategic planning and implementation. It discusses why 80% of strategic plans fail due to poor implementation, and outlines the Making Strategies Work (MSW) process for effective implementation, including identifying the mission, environmental analysis, strategy, critical success factors, critical activities, organizational design and reward systems. Checklists are provided to ensure each step of the MSW process is properly addressed to increase the chances of successful strategy execution.
Strategy Implementation Survey Results 2012
This document presents the findings of a survey conducted by Bridges Business Consultancy Int Pte Ltd on strategy implementation. Some key findings include:
- Almost all companies surveyed were developing a new strategy or vision/mission/values.
- 80% of leaders feel their company is good at crafting strategy but only 44% at implementing it, and only 2% are confident of achieving 80-100% of strategic objectives.
- 70% of leaders spend less than one day per month reviewing strategy.
- Leaders believe only 5% of employees have a basic understanding of company strategy.
- The top three toughest implementation challenges are ensuring different actions, aligning to company culture, and gaining support
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Strategy Implementation for Institutional Services Department of PANELCO III
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STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCE
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Risk leadership - implementing a risk strategy that works
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Keynote - Make Your Strategy Come Alive 2-Hour Presentation
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Strategy Implementation by Kurt Verweire - Book Launch
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Unit -III Planning and control M.sc II year.pptx
planning and control, often known as production planning and control, are management functions that seek to determine: first, what market demands are stating and second, reconcile how a company can fill those demands through planning and monitoring.
ITFT - PRINCIPLE OF MANAGEMENT
Planning is a key managerial function that involves determining objectives and developing steps to achieve those objectives given available resources. It is a systematic process that establishes goals and maps out future actions. Effective planning principles include basing plans on clear objectives and information, considering environmental factors, facilitating control, and ensuring plans are precise, practical and flexible. The planning process involves setting objectives and premises, evaluating alternative actions, developing derivative sub-plans, securing cooperation, and monitoring and adjusting plans. Plans can be operational, tactical or strategic, spanning different timeframes and scopes, with contingency plans developed in case original plans require changes.
A Knowledge Management implementation as a management innovation: the impact ...
Slides for the conference paper 'A KM implementation as management innovation: the impact of an agent of change' presented at Information: interactions and impact 2015, Aberdeen, 23-26 June 2015.Abstract available at http://www.iidi.napier.ac.uk/c/publications/publicationid/13382476
Planning
This document discusses planning as the first step of the management process. Planning requires determining objectives, limitations, responsibilities, locations, and reasons for actions. It has advantages like increasing adaptability, clarifying goals, ensuring coordination, and improving efficiency. However, planning also has limitations if assumptions are incorrect, is expensive, and delays actions. Effective planning involves top management at key points, line executives developing plans, focusing on realistic targets, and starting small before expanding. The document outlines types of plans according to timeframes and purposes, and provides guidelines for the planning process.
Planning (2)
The document discusses the management process which includes planning, organizing, staffing, directing, and controlling. It provides details on various types of plans like vision, mission, objectives, strategies, operational plans, single use plans and standing plans. The need for planning and its importance is explained. The planning process involves establishing objectives, developing premises, evaluating alternatives, formulating derivative plans, securing cooperation, and providing follow-up.
Policy, formulation, implementation and evaluation
The document discusses the process of educational policy formulation, implementation, and evaluation. It involves several key phases and steps:
1. The policy formulation process involves determining national objectives, assessing needs according to objectives, finalizing themes and target areas, setting targets based on trend projections, and preparing and publishing the policy.
2. Policy implementation is the dynamic process of converting policies and plans into specific programs and projects. It requires choosing appropriate policy instruments and implementation approaches.
3. Policy evaluation assesses the effects of the policy and provides direction for programs and strategies. It identifies reasons why policies may not be implemented successfully, such as implementation gaps between objectives and outcomes.
Focus your investments in innovations
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
Change Management Methodology
[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
STRATEGIC MANAGEMENT
Strategic management involves ongoing planning, monitoring, analysis and assessment to help a company meet its goals and objectives. It is interdisciplinary, with all areas of the business involved. Strategic management also focuses externally on interactions with competitors and customers, and internally on assessing resources and capabilities. It provides direction for the future by requiring companies to project their future position. Strategic management helps coordinate activities across departments to create a more efficient organization and allow a company to adapt to changing internal and external situations.
ACMP IOCMI Presentation Final 1 Feb
The document provides information about the International Organizational Change Management Institute (IOCMI). It discusses IOCMI's mission to achieve international standards for organizational change management principles and practices. It outlines IOCMI's vision to obtain support for achieving these standards. It then discusses several international standards for change management from other organizations. Finally, it describes IOCMI's own standards for organizational change management, including defining key terms and principles and outlining required roles.
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Strategic management final
Strategic management involves analyzing a firm's internal strengths and weaknesses as well as external opportunities and threats to create and sustain a competitive advantage. It is a top-level management process that guides the overall vision, mission, objectives, and strategies across all functional areas of a business. An effective strategic management process includes environmental scanning, strategy formulation, implementation, and evaluation to ensure the business adapts to changes in the market. Firms that practice strategic planning see financial benefits like increased sales and profits as well as non-financial benefits like improved coordination and ability to adapt to changes.
Unit 3 outcome 2b revision pp
This document provides information about a business management assessment task. It outlines the key management roles of planning, organizing, leading and controlling that the assessment will address. It also lists the key knowledge areas and skills the assessment will evaluate such as accurately using management terms, analyzing business information, and applying concepts to practical situations. The document then provides detailed descriptions of the planning and organizing management roles, including defining different levels of planning, the planning process, and the organizing process within a business.
Strategic management
This document outlines the strategic management model process in 6 steps: 1) strategic elements, 2) environmental and organizational analysis, 3) identification of strategic alternatives, 4) choice of strategy, 5) implementation of strategy, and 6) evaluation and control. It defines strategic management as a stream of decisions and actions to develop effective strategies to achieve corporate objectives. The process allows firms to anticipate changing conditions and provide clear direction, though conditions may change too fast for planning.
Change Management Strategies Webinar Slides
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
change management -Types of change
Change management involves implementing strategies to effectively manage organizational change. There are various types of changes including happened, reactive, anticipatory, planned, incremental, operational, strategic, directional, fundamental, and total changes. Happened changes are unpredictable due to external factors, while reactive changes respond to events and anticipatory changes prepare for future events. Planned changes improve operations, and incremental changes introduce small, gradual changes. Operational changes address competition, while strategic changes affect the organization holistically. Directional changes respond to the environment, and fundamental or total changes involve redefining the organizational vision or mission.
Change management
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
Management 5 - 7
Managers use planning, controlling, and strategic management processes. Planning involves setting objectives and identifying how to achieve them. Control involves measuring performance against objectives and standards. Strategic management involves formulating and implementing strategies. Strategies can include growth, restructuring, global, cooperative, and e-business approaches. Formulating strategies involves analyzing strengths, weaknesses, opportunities, and threats as well as industry attractiveness. Implementing strategies requires strategic leadership and control.
L 3 - Management goals and objectives.ppt
This document discusses management goals, objectives, and planning. It defines goals and objectives as introducing organizations to planning and organizing. Planning prepares organizations for continuous environmental changes through investigation, analysis, and decision making. Objectives provide direction and motivation by determining appropriate goals and preparing for innovative change to ensure organizational survival and growth amid internal and external changes. Setting objectives in areas like markets, productivity, resources, and social responsibility helps guide and control an organization.
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Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
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4. Lean Startup Methodology
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6. Doblin’s Ten Types of Innovation
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
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20. Design for Six Sigma (DFSS)
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Models of strategy implementation by : Rajeh Altharah
- 2. • Strategy implementation is an internal operations involving many functional to make the strategy work as intended . • Implementation a strategy is a process of putting strategy into action . • Models of strategy implementation as follows : Introduction
- 3. Stratigic plan Procedural Implementation Resource Allocation Project Implementation •Standard Implementation •Leadership Implementation •Behavioral Implementation Operational Implementation Functional Implementation •Evaluation & control Activating Strategies Managing change Achieving effectiveness FEEDBACK
- 4. • serves to prepare the ground for managerial tasks and activities of strategy implementation . • There are three sets of activities under this theme . Procedural Implementation Resource Allocation Project Implementation Activating Strategies
- 5. Strategy Plans Programmes Projects Budgets Policies , Procedures , Rules & Regulation - The pyramid of strategy action
- 6. • is the core of strategy implementation and deals with managing change in complex situations . • there are three sets of activities under this theme Managing change Standard Implementation Leadership Implementation Behavioral Implementation
- 7. The issues in the management of change • Degree of change . • Change are usually classified as being radical or incremental • Timing of change . • The timing of change focuses on the question when the change ? • Activity areas of change .
- 8. • The last theme in strategy implementation is the outcome of the process . • This theme will cover two sets of activities . Operational Implementation Functional Implementation Achieving effectiveness
- 9. • Strategy implementation is much more difficult than strategy formulation , there are several barriers to implementing strategies and many means to overcome these barriers . • The models of strategy implementation is based on the three major themes - activating strategies - managing change and achieving effectiveness . Summary
- 10. Thank You